TEJAS Journal of Technologies and Humanitarian Science

The Resilient Organization: How Leadership and Employee Resilience Drive Work Performance

B. Deepa Shree
Thiagarajar College of Arts and Science (Autonomous) Affiliated to Madurai Kamrajar University, Madurai, India

Author

Prof. R. Renisha Jerine
Thiagarajar College of Arts and Science (Autonomous) Affiliated to Madurai Kamrajar University, Madurai, India

Author

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Abstract:

In the ever-changing and rapidly changing IT business environment, organizational performance is more important than ever. These resilient organizations have two components: leadership and employee engagement. This study aims to examine the relationship between employee empowerment and leadership and how this affects their work. The sample consists of adults aged 18 and over, including men and women from a variety of IT industries. To assess leadership skills, Peter G. created a Leadership Questionnaire. Northouse was used. It consists of 18 questions. For the examination of employee resilience, the Employee Resilience Scale (EmpRes) by Näswall, K., Kuntz, J., and Malinen, S. (2015), a 9-item scale, and the Employee Resilience in Organizations Scale by Amir & Standen (2012), a 15-item scale, were used. Finally, for work performance, the Individual Work Performance Questionnaire by Koopmans (2015), which contains 18 questions, was used. Research data was collected using probability sampling and regression analysis. Measure employee resilience and leadership using a large IT model. This measure focuses on actual reliability and validity. These findings may indicate that the employee's ability and leadership to perform well are related to his or her performance; Therefore, psychological interventions such as resilience training and leadership training can help improve people's performance.

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